1. If you feel powerful, you're more inspired by yourself than anybody else.

According to a 2015 study led by Gerben A. Van Kleef at the University of Amsterdam, powerful people find themselves more inspiring than anybody else. In a study of 140 undergraduates, he found that people who agreed highly to statements like "I can get others to do what I want" were more inspired by talking about their own life-changing experiences than hearing other people discuss theirs.

"As a matter of course, powerful people don't expect others to fulfill their needs, and may therefore find it difficult to consider anyone else a worthy source of inspiration," he writes. "It's a little like a child for whom no one in the playground is up to scratch, so they become their own best friend."

It's like how eagles and alligators evolved to have their eyes close together.

"The vision of predators is fixated on their object of pursuit — their prey — leaving little visual room for unexpected danger or potential threats in their surroundings," she and her authors write. "This directed focus allows them to pounce into action to secure their meal."

Same for CEOs.

3. If you feel powerful, you're more likely to cheat.

It's not that men are more disposed to having sex outside of their marriages than women.

According to a 2011 study led by Joris Lammers at Tilburg University in the Netherlands, it's that powerful people are more likely to cheat.

His team surveyed 1,561 professionals, asking how high up in their organizations they were and their history or interest in cheating.

"Results showed that elevated power is positively associated with infidelity because power increases confidence in the ability to attract partners," they wrote. "This association was found for both actual infidelity and intentions to engage in infidelity in the future."

"As a social psychologist, I believe that the situation is everything and that the situation or instance is often stronger than the individual," Lammers said in a statement. "As more and more women are in greater positions of power and are considered equal to men, then familiar assumptions about their behavior may also change."

• People become close to one another when they are "symmetrically dependent" on one another and have repeated interactions, Magee and Smith say. You and your boss aren't symmetrically dependent; you depend on her approval more than she does yours. But you and the other people on her team are symmetrical, so you're likely to become close over time.

• Research indicates that powerful people don't need to associate with others in the same way.